Kaizen can be found in a weeklong event, but many fail to note that the true kaizen is found in the daily practice of continuous improvement. Many hospitals have initial success, but fail to move productively from platitude to practical action. This guidebook illustrates the need to balance kaizen events with daily kaizen and to move from project to sustainable culture. Using a combination of theory, graphic elements, and case studies, the authors discuss the role of senior leaders in the journey to achieve the true kaizen of continual improvement.